{"id":88413,"date":"2025-07-24T08:06:00","date_gmt":"2025-07-24T13:06:00","guid":{"rendered":"https:\/\/www.success.com\/?p=88413"},"modified":"2025-07-07T13:24:29","modified_gmt":"2025-07-07T18:24:29","slug":"succession-plan-case-studies","status":"publish","type":"post","link":"https:\/\/www.success.com\/succession-plan-case-studies\/","title":{"rendered":"Smart Exits: 4 Succession Plan Case Studies"},"content":{"rendered":"\n

Succession planning<\/a> has long had a branding problem. It sounds stiff. Formal. Like something you do the year before handing over the keys and riding off into a golf course sunset.<\/p>\n\n\n\n

But in reality, it often arrives under very different circumstances\u2014an unexpected illness, a shift in ambition or the creeping realization that a business built entirely around one person is a fragile thing.<\/p>\n\n\n\n

The smartest leaders don\u2019t wait for a crisis<\/a> or a sale to think about the future. They design for it. Not because they\u2019re desperate to leave but because they want the company to thrive when they do.<\/p>\n\n\n\n

That kind of planning doesn\u2019t start with a handoff. It starts with systems. With grooming the right people. With documenting what\u2019s in your head before it becomes a liability. It\u2019s a slow shift from \u201cwhat happens if I leave?\u201d to \u201chow do I make sure it runs without me?\u201d<\/p>\n\n\n\n

Some leaders vanish and let chaos sort it out. Others white-knuckle the reins for decades. And then there are the ones who plan. Who build teams that don\u2019t need babysitting. Who write things down. Who don\u2019t just dream of a business that runs without them\u2014but actually make it happen.<\/p>\n\n\n\n

This story is about those people.<\/p>\n\n\n\n

Not the perfect ones. The smart, strategic, scrappy ones who figured out how to pass the torch without lighting themselves\u2014or their company\u2014on fire. Sometimes they did it slowly. Sometimes they did it because they had no choice. But all of them built something that could last.<\/p>\n\n\n\n

And then, they started letting go.<\/p>\n\n\n\n\"Pyramid<\/a>\n\n\n\n

Roof Maxx<\/h2>\n\n\n\n

Succession by design, not default<\/em><\/p>\n\n\n\n

When Michael Feazel<\/a> and his brother sold their first roofing company in 2013, they learned the hard way how fragile a business can be when it revolves around its founders. \u201cAlthough we had built a strong brand and team, we hadn\u2019t systematized enough of our day-to-day operations,\u201d Feazel recalls. \u201cIt taught us that for a business to thrive post-exit, systems\u2014not people\u2014need to drive the machine.\u201d<\/p>\n\n\n\n

That realization shaped how they built their next venture, Roof Maxx, a sustainable roofing treatment company with a network of 350+ franchise partners. From day one, succession planning was embedded in the business model. Feazel and his team focused on identifying and mentoring emerging leaders across operations, dealer support and marketing. Autonomy was key. \u201cDuring a major supply chain disruption in 2024, I was largely out of the loop\u2014and the team handled it completely on their own,\u201d he says.<\/p>\n\n\n\n

Still, there were missteps. \u201cSome saw Roof Maxx as just a product company, while others\u2014like me\u2014viewed it as a mission around sustainability<\/a>.\u201d That disconnect forced the team to slow down and define a shared vision, aligning growth with purpose.<\/p>\n\n\n\n

In 2023, Feazel temporarily stepped away for family reasons. The business kept growing, onboarding new dealers and launching campaigns without missing a beat. \u201cThat was the moment I knew the succession plan was actually working,\u201d he says.<\/p>\n\n\n\n

\u201cThe smartest leaders don\u2019t wait for a crisis or a sale to think about the future. They design for it.\u201d<\/p>\n\n\n\n

Seely-Butler<\/h2>\n\n\n\n

A decade-long plan executed to the letter<\/em><\/p>\n\n\n\n

Nancy D. Butler<\/a> began planning her exit from Seely-Butler, Pellish and Associates a full 10 years before her target retirement date. After building the financial planning firm from the ground up with $200 million in assets under management, she wanted the transition to honor everything she\u2019d built\u2014while protecting her clients, staff and company reputation. \u201cI\u2019m the kind of person who\u2019s either 150% in or I\u2019m out,\u201d she says. \u201cAnd I wanted to leave the business at its peak.\u201d<\/p>\n\n\n\n

Her first step was to start quietly bringing in other advisers, observing their values, work ethic and client interactions over time. Eventually, she identified someone she trusted\u2014but once inside the business, it became clear he couldn\u2019t manage it alone. The complexity of running a larger practice with staff, compliance demands and client volume proved overwhelming. A second successor was added to balance the load, and Butler spent several years training both leaders side by side.<\/p>\n\n\n\n

Butler\u2019s approach to client transition was equally thoughtful. She hosted two large-scale retirement events at high-end venues, inviting all 1,200 clients to celebrate and meet the new leadership team. \u201cI told them how much I valued their trust\u2014and that I wouldn\u2019t leave them in anything but great hands,\u201d she says.<\/p>\n\n\n\n

Because she financed part of the buyout, Butler retained oversight rights and required life and disability insurance to safeguard the deal. \u201cI never had to step back in,\u201d she says. \u201cThe business thrived, the staff stayed and every payment was made on time.\u201d<\/p>\n\n\n\n

LegalOn<\/h2>\n\n\n\n

Turning a leadership gap into a succession engine<\/em><\/p>\n\n\n\n

When LegalOn\u2019s CTO fell seriously ill, CEO Daniel Lewis<\/a> faced a nightmare scenario: a mission-critical leader gone, and no succession plan in place. \u201cIt was like losing the conductor mid-symphony,\u201d Lewis says. Engineers paused work. Clients experienced delays. A Fortune 500 partner continued emailing the now-inactive CTO\u2019s address for months. \u201cThe power vacuum was immediate\u2014and visible to our clients.\u201d<\/p>\n\n\n\n

The crisis exposed a dependency on what Lewis calls \u201ctribal knowledge.\u201d Documentation for key systems lived in Slack threads and personal notes. A simulated leadership shift revealed this risk when the acting CTO couldn\u2019t answer a basic client query. \u201cThat was our wake-up call,\u201d Lewis says. \u201cSuccession can\u2019t be an abstract concept\u2014it has to be operational.\u201d<\/p>\n\n\n\n

LegalOn\u2019s response was swift and tactical. They built \u201cknowledge pods\u201d that paired senior leaders with rising employees, ran quarterly leadership simulations and moved toward a \u201cliving wiki\u201d model to capture evolving processes in real-time. The shift required cultural buy-in\u2014and a reframe. \u201cOur high performers feared being replaced,\u201d Lewis says. \u201cWe reframed knowledge-sharing as legacy building.\u201d<\/p>\n\n\n\n

Not every plan worked. Early documentation efforts stalled under the weight of perfectionism. \u201cUnfinished plans don\u2019t protect you,\u201d Lewis says. \u201cProgress beats polish.\u201d<\/p>\n\n\n\n

For Lewis, the biggest lesson was this: Succession planning is not a safety net\u2014it\u2019s a competitive advantage. \u201cWhat started as a scramble for stability became a system for innovation.\u201d<\/p>\n\n\n\n

Clay Coyote<\/h2>\n\n\n\n

A stepwise shift to shared ownership<\/em><\/p>\n\n\n\n

When Morgan Lee Baum<\/a> bought her family\u2019s rural Minnesota pottery business in 2016, she stepped into more than just ownership\u2014she took on a legacy. \u201cThe business had been built over two decades by my mom and her partner, who worked all hours to keep it going,\u201d she says. But with retirement approaching and wealth tied up in the company, Baum saw firsthand how challenging it could be for beloved local businesses to pass to the next generation.<\/p>\n\n\n\n

That\u2019s why, nearly a decade into running Clay Coyote, she began actively planning for succession\u2014not after she was ready to step away, but while she still had time to prepare her team. \u201cIf I waited, the people who wanted to take over wouldn\u2019t be able to afford it,\u201d she says. \u201cSo I decided to build a runway instead.\u201d<\/p>\n\n\n\n

In 2024, Baum invited longtime potter Zachary Chilson to join the ownership team with a 10% stake and a vision for more employee ownership ahead. It was an emotional shift\u2014handing over books, opening decision-making\u2014but it was also intentional. \u201cI\u2019ve watched him grow. He believes in our mission. And he\u2019s bringing energy and ideas that are already improving the business.\u201d<\/p>\n\n\n\n

The transition has been supported by the team, customers and even her retired co-founder. It\u2019s also brought clarity to Baum\u2019s long-term goal: to create a succession plan that doesn\u2019t just hand over a business\u2014but invests in its future stewards. \u201cI want this legacy to live on,\u201d she says. \u201cThat means putting ownership in the hands of the people who believe in it.\u201d <\/p>\n\n\n\n

This article originally appeared in the July 2025 issue of <\/em>SUCCESS+ digital magazine.<\/em><\/strong><\/a> Photo by Gorgev\/Shutterstock<\/em>.<\/p>\n","protected":false},"excerpt":{"rendered":"

Smooth leadership handoffs often require years of planning. Learn how these four organizations successfully handled their succession plans.<\/p>\n","protected":false},"author":73412,"featured_media":88417,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","om_disable_all_campaigns":false,"inline_featured_image":false,"ub_ctt_via":"","footnotes":""},"categories":[122],"tags":[],"class_list":["post-88413","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-success"],"featured_image_src":"https:\/\/www.success.com\/wp-content\/uploads\/2025\/07\/Succession-Planning.jpg","author_info":{"display_name":"Natasha Khullar Relph","author_link":"https:\/\/www.success.com\/author\/natasha-khullar-relph\/"},"yoast_head":"\nSmart Exits: 4 Succession Plan Case Studies | SUCCESS<\/title>\n<meta name=\"description\" content=\"Smooth leadership handoffs often require years of planning. 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Learn how these four organizations successfully handled their succession plans."],"_molongui_author":["user-73412"],"_elementor_page_assets":["a:0:{}"],"jet_engine_store_count_recently-viewed":["195"],"_thumbnail_id":["88417"],"_yoast_wpseo_opengraph-image":["https:\/\/www.success.com\/wp-content\/uploads\/2025\/07\/Succession-Planning-Social-1024x538.jpg"],"_yoast_wpseo_opengraph-image-id":["88418"],"_yoast_indexnow_last_ping":["1753362384"]},"guest_author_field_data":{"main_author_is":"user","guest_authors":[],"user_authors":[{"user_email":"authornatashakhullarrelph@success.com","user_login":"authornatashakhullarrelph@success.com","first_name":"Natasha","last_name":"Khullar Relph","display_name":"Natasha Khullar Relph","nickname":"authornatashakhullarrelph@success.com","user_meta":{"nickname":["authornatashakhullarrelph@success.com"],"first_name":["Natasha"],"last_name":["Khullar Relph"],"description":["<span style=\"font-weight: 400\">\u00a0Natasha Khullar Relph is an award-winning journalist with bylines in <\/span><i><span style=\"font-weight: 400\">The New York Times, Time, <\/span><\/i><span style=\"font-weight: 400\">CNN, BBC<\/span> <span style=\"font-weight: 400\">and more.\u00a0<\/span>"],"rich_editing":["true"],"syntax_highlighting":["true"],"comment_shortcuts":["false"],"admin_color":["fresh"],"use_ssl":["0"],"show_admin_bar_front":["true"],"locale":[""],"wp_capabilities":["a:1:{s:6:\"author\";b:1;}"],"wp_user_level":["0"],"_yoast_wpseo_profile_updated":["1741709989"],"dismissed_wp_pointers":[""],"hubspot_contact_id":["85257583907"],"wp_elementor_enable_ai":["1"],"wpseo_metadesc":[""],"wpseo_title":[""],"wpseo_content_analysis_disable":[""],"wpseo_keyword_analysis_disable":[""],"wpseo_user_schema":["a:0:{}"],"molongui_author_phone":[""],"molongui_author_job":[""],"molongui_author_company":[""],"molongui_author_company_link":[""],"molongui_author_custom_link":[""],"molongui_author_box_display":["default"],"molongui_author_short_bio":["<span style=\"font-weight: 400\">\u00a0Natasha Khullar Relph is an award-winning journalist with bylines in <\/span><span style=\"font-weight: 400\">The New York Times,<\/span><span style=\"font-weight: 400\"> Time<\/span><i><span style=\"font-weight: 400\">, <\/span><\/i><span style=\"font-weight: 400\">CNN, BBC<\/span> <span style=\"font-weight: 400\">and more.\u00a0<\/span>"],"molongui_author_image_id":[""],"molongui_author_image_url":[""],"molongui_author_image_edit":[""],"advanced-ads-role":[""]}}]},"custom_post_content":"<!-- wp:paragraph -->\n<p><a href=\"https:\/\/www.success.com\/future-ready-leadership-succession-planning\/\">Succession planning<\/a> has long had a branding problem. It sounds stiff. Formal. Like something you do the year before handing over the keys and riding off into a golf course sunset.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>But in reality, it often arrives under very different circumstances\u2014an unexpected illness, a shift in ambition or the creeping realization that a business built entirely around one person is a fragile thing.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>The smartest leaders don\u2019t wait for a <a href=\"https:\/\/www.success.com\/leadership-crisis-steps\/\">crisis<\/a> or a sale to think about the future. They design for it. Not because they\u2019re desperate to leave but because they want the company to thrive when they do.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>That kind of planning doesn\u2019t start with a handoff. It starts with systems. With grooming the right people. With documenting what\u2019s in your head before it becomes a liability. It\u2019s a slow shift from \u201cwhat happens if I leave?\u201d to \u201chow do I make sure it runs without me?\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Some leaders vanish and let chaos sort it out. Others white-knuckle the reins for decades. And then there are the ones who plan. Who build teams that don\u2019t need babysitting. Who write things down. Who don\u2019t just dream of a business that runs without them\u2014but actually make it happen.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>This story is about those people.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Not the perfect ones. The smart, strategic, scrappy ones who figured out how to pass the torch without lighting themselves\u2014or their company\u2014on fire. Sometimes they did it slowly. Sometimes they did it because they had no choice. But all of them built something that could last.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>And then, they started letting go.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:html -->\n\n<!-- \/wp:html -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-roof-maxx\">Roof Maxx<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p><em>Succession by design, not default<\/em><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>When <a href=\"https:\/\/pr.linkedin.com\/in\/michael-feazel-61801783\" target=\"_blank\" rel=\"noreferrer noopener\">Michael Feazel<\/a> and his brother sold their first roofing company in 2013, they learned the hard way how fragile a business can be when it revolves around its founders. \u201cAlthough we had built a strong brand and team, we hadn\u2019t systematized enough of our day-to-day operations,\u201d Feazel recalls. \u201cIt taught us that for a business to thrive post-exit, systems\u2014not people\u2014need to drive the machine.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>That realization shaped how they built their next venture, Roof Maxx, a sustainable roofing treatment company with a network of 350+ franchise partners. From day one, succession planning was embedded in the business model. Feazel and his team focused on identifying and mentoring emerging leaders across operations, dealer support and marketing. Autonomy was key. \u201cDuring a major supply chain disruption in 2024, I was largely out of the loop\u2014and the team handled it completely on their own,\u201d he says.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Still, there were missteps. \u201cSome saw Roof Maxx as just a product company, while others\u2014like me\u2014viewed it as a mission around <a href=\"https:\/\/www.success.com\/sustainability-in-business\/\">sustainability<\/a>.\u201d That disconnect forced the team to slow down and define a shared vision, aligning growth with purpose.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>In 2023, Feazel temporarily stepped away for family reasons. The business kept growing, onboarding new dealers and launching campaigns without missing a beat. \u201cThat was the moment I knew the succession plan was actually working,\u201d he says.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>\u201cThe smartest leaders don\u2019t wait for a crisis or a sale to think about the future. They design for it.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-seely-butler\">Seely-Butler<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p><em>A decade-long plan executed to the letter<\/em><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p><a href=\"https:\/\/www.linkedin.com\/in\/nancybutlersuccess\" target=\"_blank\" rel=\"noreferrer noopener\">Nancy D. Butler<\/a> began planning her exit from Seely-Butler, Pellish and Associates a full 10 years before her target retirement date. After building the financial planning firm from the ground up with $200 million in assets under management, she wanted the transition to honor everything she\u2019d built\u2014while protecting her clients, staff and company reputation. \u201cI\u2019m the kind of person who\u2019s either 150% in or I\u2019m out,\u201d she says. \u201cAnd I wanted to leave the business at its peak.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Her first step was to start quietly bringing in other advisers, observing their values, work ethic and client interactions over time. Eventually, she identified someone she trusted\u2014but once inside the business, it became clear he couldn\u2019t manage it alone. The complexity of running a larger practice with staff, compliance demands and client volume proved overwhelming. A second successor was added to balance the load, and Butler spent several years training both leaders side by side.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Butler\u2019s approach to client transition was equally thoughtful. She hosted two large-scale retirement events at high-end venues, inviting all 1,200 clients to celebrate and meet the new leadership team. \u201cI told them how much I valued their trust\u2014and that I wouldn\u2019t leave them in anything but great hands,\u201d she says.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Because she financed part of the buyout, Butler retained oversight rights and required life and disability insurance to safeguard the deal. \u201cI never had to step back in,\u201d she says. \u201cThe business thrived, the staff stayed and every payment was made on time.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-legalon\">LegalOn<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p><em>Turning a leadership gap into a succession engine<\/em><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>When LegalOn\u2019s CTO fell seriously ill, CEO <a href=\"https:\/\/www.linkedin.com\/in\/dlewis4\" target=\"_blank\" rel=\"noreferrer noopener\">Daniel Lewis<\/a> faced a nightmare scenario: a mission-critical leader gone, and no succession plan in place. \u201cIt was like losing the conductor mid-symphony,\u201d Lewis says. Engineers paused work. Clients experienced delays. A Fortune 500 partner continued emailing the now-inactive CTO\u2019s address for months. \u201cThe power vacuum was immediate\u2014and visible to our clients.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>The crisis exposed a dependency on what Lewis calls \u201ctribal knowledge.\u201d Documentation for key systems lived in Slack threads and personal notes. A simulated leadership shift revealed this risk when the acting CTO couldn\u2019t answer a basic client query. \u201cThat was our wake-up call,\u201d Lewis says. \u201cSuccession can\u2019t be an abstract concept\u2014it has to be operational.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>LegalOn\u2019s response was swift and tactical. They built \u201cknowledge pods\u201d that paired senior leaders with rising employees, ran quarterly leadership simulations and moved toward a \u201cliving wiki\u201d model to capture evolving processes in real-time. The shift required cultural buy-in\u2014and a reframe. \u201cOur high performers feared being replaced,\u201d Lewis says. \u201cWe reframed knowledge-sharing as legacy building.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>Not every plan worked. Early documentation efforts stalled under the weight of perfectionism. \u201cUnfinished plans don\u2019t protect you,\u201d Lewis says. \u201cProgress beats polish.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>For Lewis, the biggest lesson was this: Succession planning is not a safety net\u2014it\u2019s a competitive advantage. \u201cWhat started as a scramble for stability became a system for innovation.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:heading -->\n<h2 class=\"wp-block-heading\" id=\"h-clay-coyote\">Clay Coyote<\/h2>\n<!-- \/wp:heading -->\n\n<!-- wp:paragraph -->\n<p><em>A stepwise shift to shared ownership<\/em><\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>When <a href=\"https:\/\/www.linkedin.com\/in\/morganbaum?trk=public_post_feed-actor-image\" target=\"_blank\" rel=\"noreferrer noopener\">Morgan Lee Baum<\/a> bought her family\u2019s rural Minnesota pottery business in 2016, she stepped into more than just ownership\u2014she took on a legacy. \u201cThe business had been built over two decades by my mom and her partner, who worked all hours to keep it going,\u201d she says. But with retirement approaching and wealth tied up in the company, Baum saw firsthand how challenging it could be for beloved local businesses to pass to the next generation.<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>That\u2019s why, nearly a decade into running Clay Coyote, she began actively planning for succession\u2014not after she was ready to step away, but while she still had time to prepare her team. \u201cIf I waited, the people who wanted to take over wouldn\u2019t be able to afford it,\u201d she says. \u201cSo I decided to build a runway instead.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>In 2024, Baum invited longtime potter Zachary Chilson to join the ownership team with a 10% stake and a vision for more employee ownership ahead. It was an emotional shift\u2014handing over books, opening decision-making\u2014but it was also intentional. \u201cI\u2019ve watched him grow. He believes in our mission. And he\u2019s bringing energy and ideas that are already improving the business.\u201d<\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph -->\n<p>The transition has been supported by the team, customers and even her retired co-founder. It\u2019s also brought clarity to Baum\u2019s long-term goal: to create a succession plan that doesn\u2019t just hand over a business\u2014but invests in its future stewards. \u201cI want this legacy to live on,\u201d she says. \u201cThat means putting ownership in the hands of the people who believe in it.\u201d <\/p>\n<!-- \/wp:paragraph -->\n\n<!-- wp:paragraph {\"fontSize\":\"small\"} -->\n<p class=\"has-small-font-size\"><em>This article originally appeared in the July 2025 issue of <\/em><a href=\"https:\/\/offer.success.com\/success-plus\/\"><strong><em>SUCCESS+ digital magazine.<\/em><\/strong><\/a> <em>Photo by Gorgev\/Shutterstock<\/em>.<\/p>\n<!-- \/wp:paragraph -->","tag_names":[],"post_attachment_urls":[],"author_email":"authornatashakhullarrelph@success.com","_links":{"self":[{"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/posts\/88413","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/users\/73412"}],"replies":[{"embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/comments?post=88413"}],"version-history":[{"count":0,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/posts\/88413\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/media\/88417"}],"wp:attachment":[{"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/media?parent=88413"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/categories?post=88413"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.success.com\/wp-json\/wp\/v2\/tags?post=88413"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}